Global mobility at a crossroads

Global mobility has evolved from a transactional function of global businesses to a strategic lever used to attract and retain the best talent. Business leaders are now understanding the valuable role mobility plays in the execution of their business’ strategy.

This is good news for those in the mobility space. However, it is not all good news. Widespread cuts and layoffs have impacted businesses across multiple sectors – in part to address a weaker than expected economy and part because of excess hiring that occurred during and post Covid.

Mobility is no different. Mobility teams are being asked to do more with less. Budget constraints, talent shortages, and quickly evolving regulatory environments all place additional pressure on mobility teams. Geopolitical tensions in places where many companies do business have added a layer of contingency planning that mobility teams now need to own. Despite additional responsibilities, mobility budgets have shrunk, and headcounts are low.

What’s emerging is a clear inflection point for the global mobility space—and one where AI is poised to rewrite what a world class mobility program looks like.

Several forces are reshaping how organizations approach mobility:

• Talent pressure is mounting: In a globalized economy with remote and hybrid work as the norm, top talent is increasingly mobile—and expects flexibility. Organizations are competing not just for who can offer the best relocation packages, but who can offer the most seamless, transparent mobility experience.

• Immigration is more complex than ever: Immigration today is being shaped by shifting policies, a rise in protectionism and competing national priorities. As a result, compliance is no longer a check box – it’s a moving target with real risk. Mobility teams must manage this new layer of complexity with precision or else risk business outcomes.

• Tax compliance is becoming a board-level concern: Evolving global tax policies, payroll compliance issues, and permanent establishment risks are pushing mobility tax conversations out of the back office and into executive discussions. Mobility teams may not be well equipped to keep up with the fast pace of change alongside the related significant tax impacts.

• Resources are thinning: Many mobility teams are operating leaner than ever. There’s less headcount, tighter budgets, and yet a growing volume of cases, exceptions, and questions—many of which are time-sensitive and high-stakes.

This is where AI enters the picture. Unlike traditional rule-based automation or chatbots, agentic AI refers to intelligent, autonomous digital agents that can reason, learn, and act on behalf of humans—while still being embedded within governance frameworks.

In the context of mobility, this means:

• An AI agent that can triage incoming questions based on urgency and complexity
• Draft responses based on policy, track Service Level Agreements and generate a variety of reports
• Analyze tax treaty positions or estimate hypothetical tax equalization models
• Coordinate documentation requests between employees, HR, legal counsel, and government portals
• Flag risk exposures in real time—and recommend next steps.

It’s not just about saving time. It’s about giving mobility professionals a strategic co-worker.

The case for agentic AI in mobility is not just technological—it’s organizational.

Mobility is no longer a siloed service function. It’s a strategic enabler of business growth. Whether it’s launching new markets, facilitating executive transfers, or supporting DEI goals through global opportunities, mobility’s scope is expanding. But the tools haven’t always kept up.

By leveraging AI agents:

• HR can scale capabilities even in a tight labour market
• Mobility teams, including tax and legal teams, may have more opportunity to shift from reactive to proactive ways of working
• Employees may get faster, clearer answers, leading to better relocation experiences and stronger talent retention.
  

And perhaps most importantly, mobility teams can reclaim time for strategy and other activities that make the highest and best use of their time. Mobility professionals can focus on high-impact work: advising business units, shaping policy, and giving personalized attention to the employees that need it most.

The adoption of agentic AI in mobility is in its early days and there are many challenges ahead. Organizations should carefully consider:

• Which technology stack makes the most sense for your organization?
• Data privacy and jurisdictional compliance
• Employee trust and transparency
• Integration with existing systems and workflows
• Change management and training.

But for those willing to embrace the shift, the payoff may be enormous: a more responsive, efficient, and strategic mobility function—future ready and poised to lead.

Global mobility isn’t going away, it’s evolving. And as the world grows more complex, the organizations that win are those that adapt faster and smarter.

Agentic AI isn’t just the next phase of automation. It’s a bridge between overworked teams and the kind of agile, insight-driven mobility function that today’s global businesses demand.

However, to be clear, it’s not about replacing people. It’s about empowering them.